首页
外语
计算机
考研
公务员
职业资格
财经
工程
司法
医学
专升本
自考
实用职业技能
登录
外语
The merger was expected to help the combined company to The company tries to attract customers by
The merger was expected to help the combined company to The company tries to attract customers by
admin
2010-01-24
84
问题
The merger was expected to help the combined company to
The company tries to attract customers by
Today’s case study concerns a merger between two supermarket chains, and subsequent problems. Before I hand out the’ documentation, here’s a quick overview.
Five years ago, Kelway Supermarkets merged with ’its low-cost rival Duncan, to form a company called KD. Although the new business was still far smaller than the chief players in the retail food sector, analysts believed its increased size would allow KD to put pressure on its suppliers to keep their prices down. However, Duncan and Kelway both had strong, rather different images, and doubts were expressed about how well they fitted together
The merger wasn’t Successful. The company maintained both chains, while converting some of the low-cost Duncan stores to the Kelway format, which meant these rebranded stores took on Kelway’s name, product range and higher prices, The conversion was possible once the supply chains of the two brands had been unified. But this policy seriously underestimated the difference between the customers of the two chains, and the rebranded stores lost customers. However, fears of competition from foreign supermarkets moving into the country failed to materialise.
Another problem resulted from the new structure introduced after the merger With two sets Of senior managers competing for positions, there was a risk of allocating them equally to the two chains, rather than on merit. The negotiations led to a satisfactory outcome, however, which included Kelway’s former chief executive becoming responsible for stores, and Duncan’s taking charge of systems, supply chain and logistics. Both worked conscientiously for the good of both chains. However, certain problems slipped between the two of them and failed to be resolved.
After two years of poor results, increasing KD ’S debt burden, the company decided to sell off a number of stores, particularly on out-of-town sites, which were too large to fit its new concept. The sale was intended to fund the transformation of both chains into convenience retailers, operating particularly in town centres, on petrol forecourts and within department stores. Unfortunately, though, few companies were interested in purchasing the sites which were for sale.
KD believes its appeal to customers is the fact that it’s a discounter, and hopes that the resulting high sales volume will compensate for its thin profit margins. This is a strong feature of its advertising, which even makes direct comparisons with its competitors, and the company has never felt the need to follow other supermarkets in setting up loyalty schemes to encourage repeat custom.
Despite its efforts, though, sales are still falling. Last month the Chairman admitted that this wasn’t caused by the general market slowdown, as KD is underperforming most other supermarket chains. While rejecting claims that the company is still suffering from internal stresses, he acknowledged the chief cause by launching a change of philosophy: for the first time the company will find out what purchasers actually want in its supermarkets.
The Chairman also announced several further moves to turn round the company’s performance. One is to examine new ways of promoting .the brands, in order to spend the advertising budget as effectively as possible, Secondly, the company will take a close look at all its suppliers, to ensure that they are the best ones to use: And thirdly, the range of goods on offer will be significantly broadened, to attract a wider spectrum of customers.
OK; that briefly is the recent history of KD. Your first task is to identify all the factors which have contributed to the company’s troubles since the merger, and assess how it dealt with each of them. Take the merger itself as given. Alter that we’ll look at where the company goes from here. So could , you pass round these papers, and then start work.
选项
A、offering benefits to large spenders.
B、promoting special offers,
C、keeping prices low.
答案
C
解析
转载请注明原文地址:https://kaotiyun.com/show/DLzO777K
本试题收录于:
BEC中级听力题库BEC商务英语分类
0
BEC中级听力
BEC商务英语
相关试题推荐
AConfirmingthecompanybeforesendinginvitation.BApartnershipabroadwasformed.CConsultingthecolleaguesan
AIsentaninvitationtoawrongcompany.BIgaveconfidentialinformationaccidentallytothecompetitors.CImak
PROBLEMSFACINGPOTENTIALEXPORTERS1Inordertobesuccessful,afirmmustclearly______,objectivesandpotentialproble
PROBLEMSFACINGPOTENTIALEXPORTERS1Inordertobesuccessful,afirmmustclearly______,objectivesandpotentialproble
YouwillhearpartofaninterviewbetweenheadofLeoBurnettEntertainmentandaninterviewer.Foreachquestion(23-30),mark
YouwillhearpartofaninterviewbetweenaHumanResourceManagerofacompanyandacandidate.Foreachquestion(23-30),mar
Youwillhearadiscussionbetweentwomanagers,KathyandDuncan,whoworkintheHumanResourcesdepartmentofacompany.For
Youwillhearfivedifferentbusinesstelephonecalls.Foreachextracttherearetwotasks.ForTaskOne,choosethereceiver’s
•Writeananswertooneofthequestions2-4inthispart.•Write200-250wordsontheanswerpaper.•Writethequestionnumber
•Thebarchartsbelowshowthenumberofcomplaintsmadebyconsumersaboutdifferenttypesofproductsandservicesintheyea
随机试题
保险公司资产足以清偿债务的情况下进行的清算是
剩余价值表现为全部预付资本的产物时就采取了()
有关高千伏摄影,下列说法错误的是
静脉输液发生肺水肿,应立即停止输液,其后给予的最简便措施是
关于自诉案件的审理,下列做法不正确的是()。
某工程双代号时标网络计划如下图所示,其中工作A的总时差和自由时差( )。
根据我国现行规定,工程造价咨询企业资质有效期届满,需要继续从事工程造价咨询活动的,需要提出资质延续申请。被准予延续的,其资质有效期可延续()年。
背景资料:某承包人承接了一段长为19km的高速公路路基工程。该项目位于微丘地区,路基填为土方。为确保项目的工期、质量、安全和成本,项目部制定了施工方案和一系列的规章制度。在路基施工中特别强调了土方路基施工的如下质量控制关键点:(1)施工
2015年1月20日,甲公司自行研发的某项非专利技术已经达到预定可使用状态,研究阶段的支出为30万元,开发阶段的支出为160万元(其中,符合资本化条件的支出为140万元);划分为使用寿命不确定的无形资产。2015年12月31日,该项非专利技术的公允价值减去
设对任意的x,总有φ(x)≤f(x)≤g(x),且[g(x)—φ(x)]=0,则
最新回复
(
0
)